In this book, Collins argues that previous accounts of tacit knowledge were imprecise in distinguishing tacit knowledge from explicit, leading some writers to claim that all knowledge is tacit. Collins takes the opposite position, arguing that nearly all knowledge that seems to be tacit at first can be made explicit and that, paradoxically, it is explicit knowledge which is harder to explain and more rarely studied. He identifies an economic rationale in this focus on the tacit, particularly in management studies: tacit knowledge, transferrable through verbal or written instructions, are cheaper to provide than the ongoing training (apprenticeships, practice, socialisation,) required for explicit knowledge.